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Strategic Marketing at Cisco

Strategic Marketing at Cisco. Dean Eyers Senior Director - Strategic Marketing SVPMA - April 2nd 2008. Agenda. Who?. Strategic Marketing @ Cisco. Customer & Custom Research. Market and Competitive. A Bigger Picture. My Background. Dataquest Europe Inquiry Desk Mobile Analyst

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Strategic Marketing at Cisco

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  1. Strategic Marketing at Cisco Dean Eyers Senior Director - Strategic Marketing SVPMA - April 2nd 2008

  2. Agenda Who? Strategic Marketing @ Cisco Customer & Custom Research Market and Competitive A Bigger Picture

  3. My Background Dataquest Europe Inquiry Desk Mobile Analyst European Telecoms Director Gartner GVP Communications & Verticals Research Technology Vendors - Product Manager Cisco Competitive Leadership Team Strategic Marketing - Market & Competitive Intelligence

  4. Product Management/Marketing Product Manager ”…ultimately responsible for product’s success or failure” ”…discover a product that is useful, usable and feasible” Product Marketing ” messaging & positioning, pricing, promotions, customer acquisition, influencer marketing, sales & channel education” …Must have ”knowledge of the user, the technology, the domain and the market”

  5. OK, but… Observations from Gartner & Cisco That’s a lot of Knowledge! Products don’t exist in a vaccuum Product Managers don’t run LOBs… …but they do have a key contribution beyond their direct responsibilities ”Together we are stronger than we can ever be apart”

  6. Company Vision

  7. Customer Focus—Market Segments Commercial Service Provider Enterprise Consumer

  8. STRATEGY VISION • Market Transitions… Customer Driven • Innovation… Build / Buy / Partner Collaborate • Technology and Business Architecture • Cross Functional Teamwork / Prioritization • Network Changes Way We Work / Live / Play / Learn • Network Becomes the Platform… IIN • All Forms Communication / IT Into Network • Enabling New… Business Models Productivity Entertainment EXECUTION • #1 Product Leadership • Lead Layers 1-7 Convergence… • Leader In All Customer Segments • Quad Play Everywhere… UC • Leader in Collaboration / Web 2.0

  9. Business Councils Finance BD CMO Segment Marketing CMO Solutions Marketing Ubiquitous, Open, Fast, Responsive, CollaborativeMultiple Forms of Sharing,Joint Work, Creates Acuity,Adaptable, IT Enabled WW FieldOps Linksys Theater Planning and Ops Strategic Marketing Scientific Atlanta BU Product Management Theater BI, MI Teams WebX EMTG IBSG WWChannels Strategic Allliances CA Marketing Insights Network Extends Externally Characteristics of A Strong Insights Network Collaboration: The Insights Network Customers Analysts Partners Universities Think Tanks Consultants

  10. Agenda Who? Strategic Marketing @ Cisco Customer & Custom Research Market and Competitive A Bigger Picture

  11. Vision: Mission: Strategic Marketing: Vision and Mission Changing the Way We Plan, Target, Compete and Execute Deliver Unique Insight About Markets, Customers and Competitors Which Drives Positive Impact to Cisco, Its Customers and Partners

  12. Strategy Focus Non-CMO Client Focus CMO Client Focus Execution Focus Shape and Support Cisco Marketing Shape and Support Cisco Overall Positioning and Focus Corporate and Segment Strategy CMO Vision/ Strategy Product Positioning (CDO 4Ps) Brand Analysis SMOTarget Smart Selling (Sales) Market Mix Optimization

  13. Strategic Marketing Capabilities Capabilities Coverage Custom Research Solution/ Technology Global Market View (GMV) Enterprise Market Analysis Integrated Market View Secondary Research ServiceProvider Competitive Intelligence Commercial Database Analysis Consumer Customer Intelligence Database Strategy Data Quality/Standards/Reporting

  14. Tools & Resources Competitive Portal Wikis Competitive Dashboard Research Portal Global Market View (GMV)

  15. Strategic Marketing Evolution Insight and Impact Data Analysis Core Focus

  16. Agenda Who? Strategic Marketing @ Cisco Customer & Custom Research Market and Competitive A Bigger Picture

  17. Customer Intelligence

  18. US China UK Russia Italy India Brazil Role of Customer/Business Intelligence • Delivers incremental value derived from data-driven models applied to marketing programs • Provides insights and directions for market planning and execution • Ensures customer data quality for marketing execution and reporting Applied cluster analyses Revenue generating models Data Quality Management

  19. Wireless Propensity Models Challenge • Identify customers with high propensity to up sell or cross sell wireless technology in the next two quarters. Action • Developed Propensity to Up Sell or Cross Sell Wireless statistical model. • Deployed probabilities/scores. Results • Purchase Rate Increased 2.4 Times! • Deal Size Increased 3.4 Times! • Generated $XXM in Additional Bookings!

  20. Custom Research

  21. Brand Research Identity Research (Naming, Audio, Logo) Positioning Brand Health, Brand Image, Brand Stretch Brand Choice Drivers Communications Research Messaging Advertising (All media) Ideation Creative/Product Concept Exploration Channel Research Reseller Segmentation Channel market landscape SMO Custom Market Research Capabilities • Product Research • Concept Testing • Usage • Product Positioning • Price/Feature Optimization • Price Elasticity • Industrial Design • Targeting • Market Segmentation • Psychographics • Buying Behavior • Other Capabilities • ZMET (metaphor elicitation) • Ethnography

  22. Which is the preferred consumer router design? (Europe) Preferred Neutral Negative “chunky” “kitchen scales” “80’s hi-fi” “solid” “powerful” “old-fashioned” “tidy” “sleek” “futuristic” “iPod-like” “modern” “why does it have a handle?” “toilet brush” “bulky” “ugly” “fun” “clever” “cheap-looking” “sophisticated” “alarm clock” “too much like old modems” “retro” “compact” “might tip over”

  23. Price Elasticity Findings • The price-demand relationship for products in the AP space is not linear. • Interactions with other products and price points. • Probable “uncertainty” among many people about the relationship between some key features and price. • Typical plot (below) shows that when products are priced at points that are not close to competitive price points or are otherwise differentiated (e.g., lowest price), share tends to be higher. Linksys WAP55AG 3Com OCG Cisco AP1121G Cisco AP1231G All Respondents

  24. Agenda Who? Strategic Marketing @ Cisco Customer & Custom Research Market and Competitive A Bigger Picture

  25. Market & Competitive Capabilities Capabilities Coverage Market Assessment Market Sizing Competitive Deal Support Defining Addressable Markets War Room Market Analysis Competitive Analysis Competitor Review Market Pricing Analysis Competitor Messaging Analysis Competitive Solution Reviews Competitor Technology Reviews Competitor Planning Market / Competitor Threat Assessment Competitive Market Modelling Quarterly Market Review Annual Market Review Competitive / Market Training Who, What , How & Playbooks

  26. Market Intelligence

  27. Global Market View model Employment Addressed by Technology by Country by Vertical by Size Segment (Phase 2): Theatres/ Countries Ger. Investment(Fixed Cap.Formation) Can. 1000+ China Routing Etc. 250-299 Switching Industry Value-Add Prod. Categories Size Class 20-249 Addressed by tech. by theatre IPC 1-19 Etc. Man. Edu. Etc. Gov. Fin. Verticals Addressed by Technology by Theatre (Phase 1) + Inputs by Vertical by Company Size: IndustrySales CiscoBookingsBy Vertical External View Comm.Spend. InputSales D&BData ITSpend

  28. Global Market View (GMV) Forecasts FY07-11 CAGR Addressed technologies Adjacent technologies Wireless ANS Wireless IPTV Security Routing Security Switching StorageNetworking Optical Cable UC Optical UC US$B Source: Cisco Global Market View, October 2007

  29. Competitive Intelligence

  30. Competitive Leadership Portal

  31. Information by Competitor

  32. Information by Technology

  33. Competitive Dashboard Tool Click for technology market competitive landscape, facts and expert opinions

  34. Find Information by ArchitectureCompetitive Dashboard Tool Score and Commentson architecture components,ability to compare to “best of breed” solution

  35. War Room Analysis of Front-Line Competitive Pressures

  36. Network Products IT Arbiters Network Solutions Competitive Categories Reflect Evolving Market Demands and Cisco Response

  37. Agenda Who? Strategic Marketing @ Cisco Customer & Custom Research Market and Competitive A Bigger Picture

  38. ? Tactical Strategic SMO Capabilities Valuable Insights Market/Segment Expertise Predictive Data Mining Custom Research ConsultingExperience Syndicated and Proprietary Market Data Technology/ Solutions Expertise Opportunity Analysis and Forecasting Competitive Analysis

  39. Best options in the s/w business? Tactical Strategic SMO Capabilities Valuable Insights Market/Segment Expertise Predictive Data Mining Custom Research ConsultingExperience Syndicated and Proprietary Market Data Technology/ Solutions Expertise Opportunity Analysis and Forecasting Competitive Analysis

  40. What are the under-served opportunities we can address to increase revenues? How Do We Compete Against Juniper In North America? How Do We Compete Against Juniper In North America? Best Options in the S/W Business? Best Options in the S/W Business? Features/Price For Optimization? Features/Price For Optimization? Accurately Forecast for China? Accurately Forecast for China? Customers I Should Prioritize? Customers I Should Prioritize? Tactical Strategic SMO Capabilities Valuable Insights Market/Segment Expertise Predictive Data Mining Custom Research ConsultingExperience Syndicated and Proprietary Market Data Technology/ Solutions Expertise Opportunity Analysis and Forecasting Competitive Analysis

  41. Looking at the Big Picture helps to identify what sort of animal you are dealing with…

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